Just as various individuals differ in their hierarchy of values, every organisation has its own character and priorities. Hence, work ethics are important criteria that a candidate should keep in mind while choosing a company.
For AuthBridge, majorly being ethical in their processes and maintaining the set quality standards is the only constant principle. However, not all organisations are so simplistic in their approach to ethics. Those companies that boast of a strong organisational culture will have more detailed and rigid ethics in place. A case in point is Suvidhaa Infoserve Pvt. Ltd. “SIPL has strong ethics and principles which arise out of consciously creating its distinct work environment which ncourages individual growth within the collective group initiatives. The intent is to promote both business acumen and personal fulfillment. Some of the key areas of oncentration include harbouring creativity, encouraging business management and team work,” says Paresh Rajde, Founder MD & CEO. He enumerates as many as eleven key areas that SIPL integrates in its employees, because he equates values with unity. “We follow strong values and ethics. At Suvidhaa, nobody will ever feel ‘alone’ as we are a close and well knit group,” explains Rajde.
For an employee, it makes sense to join an organisation that is attuned to his or her own beliefs so as to minimise cognitive dissonance. But how important is it for companies to find candidates who view things the same way that the company does? “It is important to an extremely large extent. It is practically impossible to ‘train’ someone on values,” says Preeta Pradhan, AVP operations and Compliance, AuthBridge. “We consider both the personal and professional value of an SIPL team mate and try to match both with the company. We believe the two are integrated, and directly proportional to the success of the each other,” says Rajde.
Organisations will try to discern the value system of the candidate at the initial stages of the interviews itself. Hence, candidates should be well prepared to project their ideas and beliefs through the responses that they provide. “There are certain basic HR systems and processes which we follow while conducting any interview, which analyses prospective candidates and indicates value matching and work as a filtration module. Generally, there are certain basic and futuristic questions asked to the candidates for checking his/her domain knowledge, integrity, loyalty and commitment, ethical and responsible conduct, trust, creativity, forward-thinking outlook, speediness, and systematic approach in processes,” says Rajde.
What happens when a candidate discovers that he or she is not really adjusted to the organisational ethos? “Various problems can arise such as clash of ideology and lack of trust on the delivery of the individual,” says Pradhan. Rajde believes that these problems can be dealt with to a certain extent through “various upliftment measures like training, skill upgradation modules like communication skills, leadership skills, system orientation, creativity and innovation.”
Emphasis on conformity to the organisation’s values is not meant to put restrictions on the employee’s behaviour. Rather, these principles provide constancy and reliability to work processes. “We encourage a free flow of fresh ideas at all levels and recognise performance and talent. We recognise every employee as a unique personality with specific skills to contribute,” clarifies Rajde. “We allow as much freedom of thought as is viable within the organisational values and ethos,” says Pradhan.
Thus, rather than struggling to change oneself after joining a job, it is better to select an organisation which demands minimal change on the part of the candidate.